Joint Communications:
Forming and Strengthening a
UN Communications Group
A brief guide to building a coherent inter-agency
communications team at the country level. These
recommendations are based on the UNCG-Country Basic
Operating Model, lessons learned from the Delivering as One
pilots, and several UNCG-Country terms of reference.
Table of Contents
1
2
Introduction ............................................................................................................4
Setting up a UN Communications Group ...............................................................6
2.1
Purpose ...................................................................................................................... 6
2.2
Membership ................................................................................................................ 6
2.3
Leadership .................................................................................................................. 6
2.4
Reporting Lines........................................................................................................... 7
2.5
Secretariat .................................................................................................................. 7
3.1
UNCG Guiding Principles.......................................................................................8
UNCG agreed guiding principles ................................................................................. 8
3.2
Guidance from the Secretary-General and the Policy Committee ............................... 8
3.3
Further guidelines for your UNCG ............................................................................... 9
3
4
UNCG Suggested Activities .................................................................................10
4.1
Regular meetings ...................................................................................................... 10
4.2
Information-sharing and outreach ............................................................................. 10
4.3
Strategic communications and joint planning ............................................................ 11
4.4
Media relations and press releases........................................................................... 11
4.5
Calendar of media and public events ........................................................................ 11
4.6
Field missions for media ........................................................................................... 11
4.7
Radio and TV programmes ....................................................................................... 12
4.8
Electronic newsletter ................................................................................................. 12
4.9
UN System Information/Promotion kit ....................................................................... 12
4.10
UN Country Team identity and promotional materials ............................................... 12
4.11
UNCT Website .......................................................................................................... 12
4.12 Common observances of important dates, special occasions and joint
communications campaigns ................................................................................................ 13
5
6
4.13
Internal communication ............................................................................................. 13
4.14
Networking ................................................................................................................ 13
4.15
Capacity-building ...................................................................................................... 13
4.16
Specialized communications ..................................................................................... 13
4.17
Crisis communications and management .................................................................. 14
Role of the UNCG in UN Coherence and Change Management ..........................15
Funding, Office Space and Human Resources for the UNCG ..............................16
2
7
6.1
Funding..................................................................................................................... 16
6.2
Human Resources .................................................................................................... 16
6.3
Office Space ............................................................................................................. 17
Resolving Challenges ..........................................................................................18
3
1
Introduction
A UN Communications Group (UNCG) is the agreed common platform for organizing joint
communications at the country level. Its basic format and terms of reference were agreed in
2006 by senior communications managers from across the UN system.1 The UN
Communications Group is a practical tool for bringing the UN system’s communications
resources and skills under a common umbrella. UNCGs already operate in more than 80
countries with varying degrees of success and operational unity.
The Secretary-General, in his 2002 reform proposals, Strengthening of the United Nations: an
agenda for change (A/57/387), called for enhancing public information. “The United Nations has
a compelling story to tell,” he said. “That story must be told well, because public support is
essential for strengthening the Organization.” These stories originate not only at UN
Headquarters, but also in locations all over the world, often involving not one but several UN
organizations. The creation of the UN Communications Group was inspired by the challenge by
the Secretary-General to strategically communicate the collective UN story and achieve the
greatest public impact.
The success of a UN Communications Group is largely determined by its ability to coordinate
activities at country levels. While policies are made at the headquarters of UN organizations, the
implementation of those policies depends on the ability of the country teams to cooperate and
coordinate locally and/or regionally.2
To conduct effective joint communications, every UNCT should create or strengthen a UNCG. It
will help your country team unite and increase your impact on development. A UNCG can help
your UNCT work better together—so long as you give it enough resources and ensure
communications staff have the necessary skills to lead communication initiatives that support
change.
The UNCG should provide leadership in communications for the UN Country Team, identify new
and creative ways to show how UN programmes are delivering results (emphasizing interagency collaboration), support policy advocacy, and promote a coherent image of the United
Nations. Additionally, for UNCTs engaged in a change management process, the UNCG should
provide support with particular attention to internal communications.3
Communication is a key component of any change process. The establishment of strengthened
UNCGs or communications working groups and task forces is a critical factor in improving the
flow of information between agencies and UN staff members. Increased interaction among UN
1
UN Communications Group at the country level: Basic Operating Model (Adopted by the UN Communications
Group, 2 March 2006, and updated at the UNCG annual meeting in June 2006.)
2
These points are derived from UNCG-Malawi’s ToR.
3
For the Basic Operating Model of UNCG at the country level, please visit www.un.org/uncg (user name: uncg:
password: uncg001)
4
communications officers enhances inter-agency understanding and knowledge. Preparing joint
communication strategies, work plans, campaigns, and websites fosters a stronger sense of
togetherness among communications officers.
The UNCG should not be limited to one aspect of communications. Potentially, it can provide a
full range of services: public information, communication for development, programme
communications, and internal communication. By combining staff talent from across the UNCT,
a good UNCG has the potential to be more than the sum of its parts. Rather, it can be a team
with a healthy roster of wide ranging experiences and different areas of expertise.
With organizational support from Headquarters and UN offices operating on the ground, the
UNCG can become an indispensable tool for leading communications efforts to unite the UN
Country Team and help it to deliver more effectively and efficiently.
Malawi’s UN Communications Group is united.
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2
Setting up a UN Communications Group
In creating a UNCG, it is essential to demonstrate to member agencies the clear benefits of
participating in joint communications work. This requires strategic planning to ensure UNCT
communications generate synergies, amplify both the UN system’s voice and the voices of
individual agencies, and increase the impact, effectiveness and efficiency of communications.
Joint communications should not be viewed simply as additional work. The UNCG should meet
regularly to build relationships and share information consistently.
The UNCG does not supersede or replace the public information and advocacy efforts of
individual agencies and organizations. On the contrary, it enhances these individual efforts by
sharing of information and expertise, pooling resources, coordinating of public information,
advocacy and media campaigns and promoting coherent messaging. The group should be an
information network that helps all UNCT members to think and act together.
Local circumstances, resources, and the presence or absence of a UN Information Centre
(UNIC) or Resident Coordinator’s Office communications professional dictates different UNCG
models. Each country team should choose a configuration that best meets local needs with
available local capacity. See “Communicating as One: Lessons Learned from Delivering as One
in 2007” for examples of different models. This document also draws lessons from several other
UNCG-Country ToRs.
2.1 Purpose
The purpose of the UNCG at the country level is to strengthen inter-agency cooperation in the
field of communications, ensure that messages are consistent, and increase the media profile of
UN activities at the national and/or regional level. It provides leadership in communications for
the UN Country Team, communicates pertinent information and highlights overarching
concerns, identifies new and creative ways to show how UN programmes are delivering results,
supports policy advocacy and advice, and promotes a coherent image of the UN.
2.2 Membership
The UNCG at the country level should include communications focal points of all UN entities
operating in-country. Recognizing that communications specialists are present in only a few UN
agencies, appropriate communications focal points should be appointed by UN agencies who
will serve as their respective spokespersons. An alternate should also be appointed whenever
possible. Non-resident agencies should also be represented in the group through a designated
focal point who is responsible for keeping these agencies informed of communications activities
and relaying information and requests from them to the UNCG.
2.3 Leadership
The Resident Coordinator, with support from the local UNIC/UNIS if present, should take the
lead in setting up the local UN Communications Group and making executive decisions about its
structure and funding.
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Under the guidance of the RC, the group should identify a chairperson, convener or moderator.
The UNCG can be chaired by the Director/Officer-in-Charge of the UNIC, if one exists, or, with
agreement from participating UN entities, the most senior Information Officer of any UN agency
represented in that country, or the communications specialist in the Resident Coordinator’s
Office. The situation will vary from country-to-country depending on the composition of the team;
UNCT members should work together to agree on the best solution. A variety of arrangements
are possible. For example, the most senior communications officer can chair the group, while
the RC communications officer acts as a facilitator and secretary for the group. Alternatively, the
chair could rotate annual between different agencies. Ultimately the Resident Coordinator has
final say.
The Chairperson coordinates implementation of joint activities under the Joint Communication
Strategy, working closely with the Communications Specialist in the Resident Coordinator’s
Office. The UNCG Chairperson sits in UN Country Management Team meetings and briefs
management on the activities of the Group. The UNCG chair should attend monthly meetings of
the Inter-agency Programme Committee, Operations Management Team, and any other
relevant meetings, to ensure that communications elements are included in all senior
management decisions. The chairperson’s responsibilities also include following up on action
points and delegating tasks to the secretariat and working group members, designating an
alternate chair in case of absence, drafting the agenda for meetings.
The Communications Specialist in the RCO, who is also a member of the UNCG, documents
the change management and UN Coherence process for the RCO and supports the UNCG
Chairperson with the coordination of activities under the Joint Communication Strategy.
The UNCG Chairperson and the Communications Specialist should jointly support the
functioning of all the UNCG working groups.
2.4 Reporting Lines
The country level UNCG reports to the Resident Coordinator, as well as to Heads of Agencies
at the country level. All UNCGs are also expected to report to the global UNCG Secretariat (the
Department of Public Information) at least once a year on the activities undertaken. The
Development Operations Coordination Office (DOCO) should also be sent copies of these
reports, so it can collect lessons learned and share good practices including via www.undg.org.
2.5 Secretariat
The UNIC/UNIS should provide a secretariat to the group. In places where a UNIC does not
exist, the UNCG will jointly agree on the assignment of Secretariat responsibilities, which may
be provided by the RC Office. The RC/HC will be a focal point of last resort, if necessary. The
secretariat should developing and maintain a contact list of UNCG members, send out meeting
invitations, compile and circulate minutes and action points, and performing other duties as
mandated by the Chair and UNCG members.
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3
UNCG Guiding Principles
UN Country Teams seeking to become more coherent, effective and efficient should also make
efforts to integrate their communications activities. For the UN to be regarded as a strong and
cohesive entity, its participating agencies must communicate together in a strategic and
integrated way.
The UNCG should pursue a communication strategy that is based on supporting national
development priorities, the UN Development Assistance Framework and common programming
document. The group’s annual priorities should be based on the UNDAF’s annual priorities and
the UNCT’s programming priorities.
The UNCG should portray the UN as a key contributor to improving the lives of people in your
country and through its programmes and development cooperation with the Government and
local partners.
3.1 UNCG agreed guiding principles
The UN Communications Group has agreed on the following global guiding principles:
1. UN system partners must work together and speak together. This does not mean the UN
must “speak with one voice,” but it does mean the overall messaging should be
complementary as agencies speak according to their mandates. Since much of the outside
world perceives UN organizations as one entity, it is critical that the communication
branches of member organizations speak without contradicting each other and that, where
possible, they highlight the contributions of other concerned agencies.
2. Each organization should identify its own information focal points who can serve as
spokespeople when called upon, and take the lead in areas of their expertise.
3. When complaints or criticisms are made, UN communicators must display an openness to
investigate errors and to report back on findings.
3.2 Guidance from the Secretary-General and the Policy Committee
In June 2008, the Secretary-General’s Policy Committee (which includes the chair of the UN
Development Group and the Under-Secretary-General for Public Information) decided that
communications at all levels of the UN system “should focus on illustrating and explaining how
the goals of the Organization, as expressed in the Charter, are being achieved through the
Secretary-General’s vision. This should help unify the UN family, illustrate the UN at work,
mobilize different constituencies and link it to the daily lives of the peoples of the world.”4 The
SG and the Policy Committee also decided that:
4
Decisions of the Secretary-General – 25 June 2008 meeting of the Policy Committee, Decision No. 2008/23 – UN
Communications
8
The Secretariat and the heads of the UN agencies, funds and programmes should take
concrete measures to strengthen the UN Communications Group (UNCG) as a communications
mechanism for the UN system at the global, regional and country level, including through the
draft standard procedure for communicating in times of crisis just approved by the UNCG
principals. They should also include communications personnel in the design and
implementation of policy recommendations.
UN communications, at Headquarters, regional and country levels, should make greater efforts
to develop new partnerships and reach specific audiences, especially youth; and expand the
circle of “friends of the Secretary-General/United Nations” who could serve as “surrogate
spokespersons” for the UN to highlight—independently of the UN—the policy priorities of the
Secretary-General and the Organization and the rationale behind them.
The UN and senior officials should take advantage of new technologies and new media and
develop the capacities and skills required to make effective use of them.5
3.3 Further guidelines for your UNCG
It will be very useful to draft a set of guidelines or protocols on communicating together to define
the roles and responsibilities of the UNCTs’ communications professionals, and other staff and
managers. Agencies’ financial responsibilities should also be defined. The guidelines could also
include criteria and the minimum qualifications for recruiting new communications staff. All
UNCG members should have a role and a voice in developing these guidelines to ensure that
everyone “owns” them. The UNCT management team should formally endorse these guidelines.
5
Decisions of the Secretary-General – 25 June 2008 meeting of the Policy Committee, Decision No. 2008/23 – UN
Communications
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4
UNCG Suggested Activities6
Your team may find it helpful and effective to create dedicated task forces for a particular theme
or target audience. For example, each joint programme can be given a communication
component and a communication focal point who ensures smooth information-sharing and
coordination of all communication activities. It can be helpful to have a lead agency for each of
the working groups or task forces to coordinate activities.
Shifting from agency-based communications to issue-based communications tends to
strengthen UNCT communications messages and products. Issue-based communications tend
to be more complete and reinforced by broader expertise.
The UNCG can also help to simplify the often confusing set-up and organization of the UN
system for the public and media, providing them with the option of a single source for UN
information and access.
At each UNCG meeting, task forces can provide updates on achievements, plans and
challenges. The RC communications specialist can provide support and be part of every task
force to ensure synergy and integration of information, messages, branding, and focus.
Non-resident agencies can also be part of communicating together by, for example, providing
communications support and input from their headquarters.
Depending on local needs, expertise and availability of resources, a UNCG-Country can carry
out various activities. The following list expands on the UNCG agreed terms of reference, and
should be considered recommendations. The UNCG ToRs are official guidance.
4.1 Regular meetings
The Communications Group will meet regularly (weekly, bi-weekly or monthly) to discuss
common communications issues and challenges, devise common responses, and undertake
collective action. Brief summaries including agreed action points will be prepared and circulated
among all communications staff stationed in the country. The frequency of the meetings will be
determined by each UNCG-Country.
4.2 Information-sharing and outreach
The UNCG should improve coordination among UN agencies and non-UN partners by sharing
contacts, information on key programme and public information initiatives, advocacy campaigns
and media events. This includes liaison and coordination with communications offices at the
country, regional and headquarters levels, maintenance and dissemination of common contacts
6
Based on the Terms of Reference for the UN Communications Group at the country level, Basic Operating Model
(Adopted by the UN Communications Group, 2 March 2006)
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lists, including information focal points, international and local media and agency contact lists,
and lists of official spokespersons.
4.3 Strategic communications and joint planning
UNCG-Country will develop an annual communications strategy to carry out national public
information activities on UN priority issues, and to adapt and localize public information
mandates to take into account the national media environment and local needs. The strategy
should include both internal and external communications, and should promote key programme
initiatives as well as present a coherent image of the aid effort in the country by engaging in joint
outreach events and advocacy initiatives and by identifying new and creative ways to
demonstrate how the UN and its partners are delivering results. Such activities should aim to
include relevant government counterparts.
4.4 Media relations and press releases
The UNCG communicates the results of the UN system’s work to decision-makers and the
general public through international and local media. Designating a lead agency for each topic
helps to address the issue of responsibility. Such outreach includes developing and maintaining
relationships with both international and local news organizations, responding to journalist
queries, facilitating media visits and organizing joint field missions to showcase UN and partner
activities in specific areas. The UNCG can also develop op-eds and work with local editors and
opinion columnists to shape commentary on local and global UN priorities.
While each member of UNCG-Country will continue to issue individual press releases pertaining
to organizations’ activities, joint press releases will be produced on key UN priority issues and
activities, such as the Millennium Development Goals and UN reform. These press releases
issued through/by the UNIC or UNCT will help the public to better understand the integrated
nature of the work carried out by UN organizations at the country level. To ensure coherent
messaging, press releases of individual agencies should be routinely shared with all members
of the UNCG prior to their release.
4.5 Calendar of media and public events
To avoid scheduling conflicts and to better plan Country Team events, the Communications
Group will prepare and circulate a calendar of activities every month. This will include public
events, such as seminars and other public gatherings and media-related activities, such as
press conferences, visits by senior UN officials and the launch of reports. The UNIC, if present,
will be responsible for producing the calendar, with inputs from all UNCG members. In the
absence of a UNIC, the RC Office or the UNCG Chair should produce the calendar.
4.6 Field missions for media
The UNCG-Country can periodically organize joint field missions for members of the local media
to showcase coordinated UN system activities in specific areas (e.g. visits to refugee camps to
underline the work of several agencies).
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4.7 Radio and TV programmes
In countries where local UNICs are able to produce and air radio programmes through
arrangements with national broadcasting authorities and/or private partners, UNCG-Country
members will be invited to contribute stories and news items to these radio programmes. The
UNIC will retain editorial control, but programme contents will be discussed in advance with the
UNCG-Country and its guidance will be sought on future programming. A similar approach will
be taken with regard to producing TV programmes where such possibilities exist.
4.8 Electronic newsletter
In order to highlight the inter-related nature of UN work and the extent of its involvement at the
national level, UNCG-Country will circulate a newsletter every month/fortnight/week (whichever
is feasible), aimed at opinion leaders (Government officials, journalists, academics, NGO
representatives, etc). The newsletter will serve as a clearing house of information and ideas by
providing highlights of current activities and informing readers about upcoming activities/events.
The UN Communications Group will coordinate regular submissions to the UN Information
Centre, which will centralize contributions, package them, and disseminate the final product
electronically.
4.9 UN System Information/Promotion kit
The Communications Group will create a common press kit to include fact sheets dedicated to
the work of UNCT members covering the most important elements related to their activities. It
will also include contact details of all communications focal points and will be offered to all
visitors and media representatives. The kit may include brochures, fact sheets, stickers, roll ups,
t-shirts, etc.
4.10 UN Country Team identity and promotional materials
The UNCG can develop a common UN Country Team visual identity in-line with the UN system
and UN agency guidelines. The collective identity typically serves as an umbrella for individual
agency logos and branding. The UNCT logo usually appears on all UNCT-wide
communications, and together with individual agency logos in certain cases. It does not
supplant the use of agency logos, but rather is an additional visual cue that all the agencies are
part of one family.
4.11 UNCT Website
The UN Information Centre, in close collaboration with the Office of the Resident Coordinator,
will maintain—wherever possible—a UNCT website to provide access to individual agencies’
sites and highlight collaborative activities of the UN System in that country. The website will
offer a gateway to UN activities in the country and provide a platform for interaction with
partners.
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4.12 Common observances of important dates, special occasions and joint
communications campaigns
Observance of UN Day (24 October) and other special occasions provide excellent
opportunities to showcase the work of the United Nations and rally stronger support for the
Organization at the national level. Some of the most successful UN days are those led by the
Government and to which one or more UN agencies lend support. The Communications Group
will encourage relevant Government bodies to recognize key days, including Human Rights
Day, AIDS Day, World Health Day, etc. A working group created by UNCG-Country will work
directly with the concerned governmental agencies and ensure the involvement of as many local
UN agencies as possible. In order to better coordinate inter-agency cooperation, an annual
calendar of special days/events will be prepared and posted on the UNCT website in
consultation with all Agencies.
4.13 Internal communication
The UNCG should implement special strategies and plans for internal communications,
especially in country offices engaging in change management. Activities may include producing
an internal UN bulletin, key messages, and coordinating general staff meetings, seminars and
briefings.
4.14 Networking
The UNCG facilitates networking and information exchange among communication
professionals at country level, including media and communication professionals among UN
partners such as Government, NGOs and donors.
4.15 Capacity-building
The UNCG organizes training for UN communication officers in various skill areas essential to
producing high-quality communications, including writing, graphic design, internal
communication, communication for development, and web publishing. Capacity-building could
also include media training for UN Representatives and Communication Officers in each agency
and training local journalists in UN issues to enhance their knowledge of the UN’s work.
4.16 Specialized communications
Whenever possible, the UNCGs should be encouraged to closely integrate their
communications to support the overall UNCT programming objectives, e.g. for joint
programmes. A strong UNCG can also conduct programme communications, communication for
development7, policy advocacy, and integrated marketing communications for behavioural
impact8.
7
8
http://en.wikipedia.org/wiki/Development_communication
http://steinhardt.nyu.edu/imc/
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4.17 Crisis communications and management
In the event of a sudden-onset emergency—whether from natural disasters, conflict or the
outbreak of disease—the UNCG supports the Inter-Agency Standing Committee (IASC),
Country Team and/or official spokespeople, in managing the flow of information and messages
both internally or externally. This includes distributing fact sheets, contacts and lists of official
spokespersons to media outlets, organizing media briefings and press conferences, drafting
statements and press releases, and providing background information. For more details, please
see the UNCG paper “Communicating together in times of crisis: Standard Operating
Procedures for the UN system”, which was endorsed by UNCG principals at their seventh
annual meeting in June 2008. In the event of a serious crisis, the UNCT should consider
whether additional surge communications capacity or a crisis communications expert should be
recruited or requested from headquarters.
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5
Role of the UNCG in UN Coherence and Change Management
If your UN Country Team is making special efforts to work together more coherently, the UNCG
can do a lot to support that process. Don’t think of communications officers only as the people
who make brochures, pamphlets, and press releases. They can also help to organize what your
managers do, when they do it, and especially what they say and how they say it.
To effect change, you must understand staff and stakeholder perceptions. The UNCG can
conduct or commission surveys of staff and stakeholders to determine their knowledge level,
attitudes, and behaviour on key issues including coherence.
A clear sense of purpose is essential for change. The UNCG can help shape the vision for
change, develop key communicators in the organization and organize meetings and
discussions. It can help the key coordination players to shape the content of their messages on
coherence, and develop those messages for your local context and stakeholders, and select the
appropriate channels and packaging for those messages.
The communications team can organize and systematize your internal communications.
Strategically-managed employee communications is a relatively new concept, especially for the
UN. But it’s very important, and for an organization in the throes of change, it’s crucial.
The UNCG can do a lot to encourage your team to work together effectively.
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6
Funding, Office Space and Human Resources for the UNCG
6.1 Funding
The experience of the eight Delivering as One pilots suggests that it
can be helpful to establish a common budget for the UN
Communications Group. For example, this could take the form of a
special pooled fund for joint communications activities, with
resources provided from the common budget and agency
contributions.
It can be useful to have a common budget with funds apportioned to different communications
task forces. Lead agencies or offices within the task forces can receive the funds, be
accountable for spending them, and ensuring that activities are implemented. Funds should be
disbursed according to agency guidelines and procedures.
UNCTs pursuing pooled funding for communications activities may want to consider seeking
addition funding for these activities, or allocating some common funding to joint communications
activities.
6.2 Human Resources
Effective joint communications requires skilled professionals who
are willing to commit their time to joint activities. To creating clear
incentives for doing so, it is advisable to include in the ToRs of all
communications officers that 10-20% of their time should be
devoted to joint communications activities. Precisely measuring this
commitment is less important than ensuring that UN agency heads
understand and regularly reinforce this commitment to joint
activities, and ensure that their communications staff are rewarded for their contributions to the
success of the team.
Your UNCT may need to explore recruiting or training to strengthen the communications team.
The pilots found it useful to undertake a communications capacity assessment and capacity
development programme. Staff may feel strategic or joint communications result in additional
work or more complex tasks, however providing them with training opportunities can help to
balance this perception. Many UNCG staff tend to be public information officers who lack the
expertise to engage in strategic programme communication and policy advocacy. As a result,
building a strong UNCG may require a combination of training and recruiting more experienced
and highly skilled communications specialists.
The UNCG will inevitably include communications officers with a wide range of experience and
skills; in some cases agency representatives will not be communications professionals at all.
16
Balancing capacities across agencies is not easy to achieve. It takes skilled coordination from
the lead communications specialist and the RC to ensure the UNCG balances including all
agencies with allocating tasks according to relevant expertise. But this is one reason why a
UNCG can deliver more effective communications: team members support each other, learn
from each other, and apply specialized skills. Ultimately, if capacity is not up to the UNCT’s
aspirations, the team should invest in recruiting more qualified communications professionals.
The results will be worth it. Rather than remaining a fragmented group of low-level generalists, a
good UNCG can become an effective team with a mix of experience and expertise that benefits
the UNCT and supports the UNDAF and programme objectives.
6.3 Office Space
If it is possible to house some or all members of the UN
Communications Group together in the UNCT’s office space, you
may wish to explore this option. The Delivering as One pilots offer
different models on how co-location can work. A UNCG office
could operate as a common office for all communications
professionals or a designated communications workspace
provided by the UNIC or RC Office.
Sharing a common space sends an important physical message that communicating together is
no longer business as usual, but rather a step toward creating a true UN communications team.
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7
Resolving Challenges
UN Coherence is an opportunity for your communicators to go beyond their communications
mandates and become catalytic players in the programming process.
It is quite likely your country team will encounter challenges when setting up or strengthening
your UN Communications Group. To surmount obstacles, you may find it helpful to give the
UNCG specific roles. For example, it can be assigned to act as a newsroom inside the UN
Country Team with a mandate to hover around and pick up stories for internal and external
audiences. By aligning institutional priorities with the interests of the public, the UN can develop
an inter-agency understanding on what needs to be communicated and how.
Develop a common annual work plan for the UNCG and ensure the RC and heads of agencies
endorse it. Get broad UNCT agreement on the advocacy agenda and key messages for the
year. Build surge capacity into the work plan and enforce protocols within the team with support
from the RCO and agency heads.
Make an effort to define and delineate the responsibilities of the UNCG, both for standard
communications work and for communications that support change management and UN
Coherence. Draw up agreed guidelines on how the UNCG will conduct its work and how
agencies will communicate together. Make sure that it’s clear who will do what, when, and
how—and above all, why. And remember that like joint programming, joint communications
starts with collective brainstorming and joint planning.
“The only way to change the culture of the UN is through teamwork.”
— UN Secretary-General Ban Ki-Moon
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